International Strategic Management 1文档格式.docx
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MBAInternationalTrade
Professor:
Prof.Dr.Frans.Jorna
AnhaltUniversityofAppliedSciences
Location:
Bernburg
SubmissionDate:
15.12.2012InternationalStrategicManagement2
Content
1.Caseselection:
................................................................................3
(1)Motivation:
..................................................................................3
(2)Problemathand:
........................................................................4
(3)Relevancetothecourseintermsofperspectivesandissues:
...4
2.Sourcesforeachofthetenstepsonp.351ofDavid’sStrategicmanagement.......................................................................5
3.Operationalisationofcoreconceptsinthecase:
identificationofcore-conceptsasdefinedintheprescribedliteraturewithelementsinthecase..............................................15
4.References:
....................................................................................16InternationalStrategicManagement3
WaltDisneyCompany
TherearetwoaspectsofthereasontoexplainwhyIchoosethiscaseforanalysis.
Forthecompany
Highunemployment,lingeringrecession,sloweconomicgrowth,andreducedconsumerspendingallcontributedtoa7percentdropinrevenueanda46percentdropinWaltDisney’sprofitabilityforthefirstquarterof2009.Thecompanyrecordedrevenuesof$36,149millionduringthefinancialyearendedSeptember2009(FY2009),adecreaseof4.5%ascomparedtoFY2008.Theoperatingprofitofthecompanywas$5,547millioninFY2009,adecreaseof24.5%ascomparedtoFY2008.Thenetprofitwas$3,307millioninFY2009,adecreaseof25.3%ascomparedtoFY2008.
Thecompany'
sofferingscanbebroadlyclassifiedintofoursegments:
medianetworks,parksandresorts,studioentertainment,andconsumerproducts.Abroadanddiversifiedrevenuebaseinsulatesthecompanyfromeconomiccyclesinoneindustryanddiversifiesthecompany'
sbusinessrisks.However,intensecompetitionthreatenstoerodethecompany'
smarketshareinitsdifferentlinesofbusiness.
Formypart
Asachild,IrememberbeingshockedtolearnthatWaltDisneywasaperson.Tome,Disneywasamysteriousentity,symbolizedbythemagicalcastlethatappearedatthestartofeveryfilm.Acrossbetweenfairylandandafacelesscorporation.Abitlike”WillyWonka&
theChocolateFactory”.Soitwashardtogetmyheadaroundtheideathatallthosefilmswerethebrainchildofoneman.Nottomentionthethemeparks.Howcouldasinglepersonberesponsibleforallofthat?
WaltDisneyhasbeenahugepartofmylife.IwishIhadevenahundredthofhistalent!
ButunfortunatelyIhatedoingartsandcraftsandhavenotalentorpatienceforthem.SoWaltDisneyisnotamodelforwhatIwanttodowithmylife.ButIdoenjoyartforentertainment,especiallycartoons,andgreatlyadmireWaltDisneyforhiscreativegenius.HenotonlycreatedanddrewMickeyMouse,buthealsodidhisvoice.Itamazesmehowsomeonecouldbethatgoodatart.Notonlydoeshisworkhavegreataestheticbeautybutitalsoinvokesgreatemotiontoo.IngradeschoolIhatedartclassbutanyartprojectsthatcouldpossiblybeinfluencedbyhisworksInternationalStrategicManagement4
werebecauseIlovehisanimation.IknowIwillenjoyhiscreationsevenwhenIamanoldlady.
Disneyisundoubtedlyamythology.Butanyenterprise’sgrowthcouldnotbeaccomplishedinonemove;
theDisneyEntertainmentempirehasexperiencedtheentrepreneurialstageofupsanddowns,grewinbrilliantWalterera,boggeddowninthetransitionalphase,hadarecoveryinEisnerera,andambitiouslyenteredthe21stcentury.Ithasgrownintoagiantoftheentertainmentindustry.Aboveall,itisdeepenterpriseculture,hugeandstrictmarketingstrategy,WaltDisney’sinnovationandconceptwhichmaketheDisney.Ofcourseitsmanagementisnotabsolutelyperfect.Theyneedconstanteffortstocreateaperfect,suitableenterpriseculture,tobecomepermanentglory.
1
1TheWaltDisneyCompany,Form10K(2008).
1.AprolongedrecessionintheUnitedStatesandotherregionsoftheworldcouldhaveanadverseaffectonthecompany’sbusiness.
2.Thesuccessofthebusinessdependsontheabilitytoconsistentlycreateanddistributeprograms/products(movies,films,programs,themeparkattractions,resortservices,andconsumerproducts)thatconsumerswant.Assuch,heavyinvestmentisrequiredinsuchproduct/serviceofferingsinordertoearnconsumeracceptanceandattention.
3.Changesintechnologyandinconsumerconsumption.
4.Technologiessuchaspeer-to-peer,high-speeddigitaltransmission,illegaldigitalvideorecorders,andsoonisvulnerabletopiracy.Disneymustdevotesubstantialresourcestoprotectitsintellectualproperty.
5.Changesintravelandtourismcouldimpactthecompany’sbusiness,suchasadverseweatherconditions,naturaldisasters,terroristattacks,healthconcerns,internationalconcerns,politicalormilitarydevelopments,andwar.
6.Highunemploymentrates.
WaltDisneyisoneofthebest-knownnamesintheworldofentertainment.Thenameisassociatedwithcountlessanimatedfilms,themeparksandresorts--includingtheWaltDisneyWorldresortinOrlando,Florida.Althoughthisresortisworldfamousandhasbeenextremelysuccessful,itisstillsubjecttomarketforces.InordertounderstandhowWaltDisneyWorldispositionedinthemarket,itishelpfultoconductaSWOTandstrategyanalysis.InternationalStrategicManagement5
2.Sourcesforeachofthetenstepsonp.351ofDavid’sStrategicmanagement
StepsinPreparingaComprehensiveWrittenAnalysis
Step1Identifythefirm’sexistingvision,mission,objectives,andstrategies.
Haberberg,A.Rieple,Strategicmanagement:
TheoryandApplication,OxfordUniversityPress,Oxford,2007,P55
Vision2
2
3
Tobethemostadmiredcompanyintheworld:
equallyadmiredfortheintegrityofourpeopleandthewaywebehaveascitizensoftheworld,asweareforthequalityofourexceptionalentertainmentexperiences.
Mission
Disney’smissionstatementis“Tobeoneoftheworld’sleadingproducersandprovidersofentertainmentandinformation.Usingourportfolioofbrandstodifferentiateourcontent,servicesandconsumerproducts,weseektodevelopthemostcreative,innovativeandprofitableentertainmentexperiencesandrelatedproductsintheworld.”
Objectives3(Shareholders’objectives)
TheWaltDisneyCompany'
sobjectiveistobeoneoftheworld'
sleadingproducersandprovidersofentertainmentandinformation,usingitsportfolioofbrandstodifferentiateitscontent,servicesandconsumerproducts.Thecompany'
sprimaryfinancialgoalsaretomaximizeearningsandcashflow,andtoallocatecapitaltowardgrowthinitiativesthatwilldrivelong-termshareholder
Strategies
(1)Brandmanagementstrategy
(2)Winningtheservice
(3)Productinnovationstrategy
(4)Agilepricingstrategy
(5)MarketingmanagementstrategyInternationalStrategicManagement6
Step2Developvisionandmissionstatementsfortheorganization.
P.Dobson,K.Starkey,J.Richard,StrategicManagement:
IssuesandCases,JohnWileyandSons,2004,pp.10(Introduction)
Forvision4
4
5
Ourgoalistoachieveexceptionalperformancebyembeddingcitizenshipintoallofourdailydecisionsandactions,guidedbythreecoreprinciples:
1.Actandcreateinanethicalmannerandconsidertheconsequencesofourdecisionsonpeopleandtheplanet
2.Championthehappinessandwell-beingofkidsandfamiliesinourendeavors
3.Inspirekidsandfamiliestomakealasting,positivechangeintheworld
Formission5
Wewillachieveexceptionalperformancebyembeddingethicalbusinesspracticesintoallofourdailydecisionsandactions.
Step3Identifytheorganization’sexternalopportunitiesandthreats.
T.Akio,Thecriticalassessmentoftheresource-basedviewofstrategicmanagement,RitsumeikanInternationalAffairs,vol.3,2005,p3
Opportunities
1.Withtheworldeconomicrecovered,theresident’sincomeandconsumptionareincreasing.
2.Thedevelopmentofscienceandtechnology,technologicalprogress(DisneyvideotechnologyhavegreatdemandforscienceandTechnology)
3.Peoplehavetheneedsinentertainmentandthenecessitiesoflife(Disneyhavefurniture,sports,culturalproductsandsoon,whichinlinewithmarketdemand)
4.WiththeEconomicglobalization,itisconducivetodevelopoftheglobalmarketeachcountrymarketindifferentopendegree(thereismoreandmorecountriesorregionscandevelopthethemepark,hotelsandsoon)
5.Aconsiderablepartoftheyouth'
sfavoriteanimatedmovies,cartooncharacters,themeparksandotherthings.
InternationalStrategicManagement7
Threats
1.Inthetrendofeconomicglobalization,countriesalwayssupportandprotecttheirownindustriesandthatwillbringsomeobstaclestoDisneyindevelopingnewmarketsabroad.
2.ThedevelopmentofthefilmcompanyDreamWorks,Colombia,andotherhouseholdproducts,non-themep